Validation of Job Metrics with the Job Journey Compass
This is one of the crucial elements when it comes to uncovering customers’ realities: Through the exploration process, customers’ problems are identified in the form of Job Metrics, expressing what customers expect when trying to get a job done. The result is a Job Metric system of 60 to 100 such metrics, capturing all expectations for each Job Step of the Customer Journey. The Job Metrics always follow strict rules to be comparable and free from interpretation and are formulated in a solution-neutral manner.
While 100 Job Metrics may seem quite a lot, in our experience it is about the number required to cover a typical job. After all, customers’ judgment is based on quite a number of very clear-cut expectations, not on just a few general requirement concepts.
Job Journey Compass (Fig. 4)
Fig. 4: Job Journey Compass
In a next step all identified Job Metrics are rated by a representative group of customers. They are asked to rate both the importance of each metric and the degree of its fulfillment – i.e., their satisfaction level. The results of this research can be displayed as a Job Journey Compass, mapping all Job Metrics from left to right in the order of the journey.
In this example the Job Metric “that it takes as little time as possible until the relevant product information is found when you need to be sure, e.g., about the size, compatibility, etc.” has a higher importance than fulfillment rating. This means that this metric is not yet adequately served: It is more important to customers than it is fulfilled. This is how the CFI methodology defines a Pain Point: a validated and concrete need that is important for many people, but not yet well served by the current experience or solution.
Other Job metrics or better whole segments of the Customer Journey are Pain areas in the example above, while some segments only show low fields of opportunity.
Aspirational tool to manage each step from the customer view
Once the Job Journey Compass is established, organizations know precisely where they need to improve the experience or design solutions. That’s why a Jobs-to-be-done based Customer Journey is inspiring: It leaves the room for true innovative thinking on the things that really matter while targeting innovations in a concrete and data-based way.
Imagine the above mentioned Job Metric “that it takes as little time as possible until the relevant product information is found, when you need to be sure, e.g., about the size, compatibility, etc.” is extremely important but not fulfilled. Note that the metric is true for any solution: There are different ways to achieve this, i.e. reduce the time to find relevant information about a product. Through design sprints or other methods innovations or new experiences can be developed to improve the Customer Journey specified by one or several metrics.
Unlock the innovation power of Customer Journeys with Jobs-to-be-done
In conclusion: The concept of Customer Journeys is very valuable for companies to improve the customer experience. However, there are serious pitfalls that can lead into too descriptive models which are not useful or aspirational for innovation. A Jobs-to-be-done based Customer Journey unlocks the innovative potential of Customer Journeys, because it is strictly from the customer’s perspective, and independent from specific touchpoints. It is aspirational as clear areas of improvement and innovation are identified without prescribing direct solutions.